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Building an organizational capability for radical innovation: The direct managerial role · Study

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ArticleBuilding an organizational capability for radical innovation: The direct managerial role

Donna J. Kelley2011

Article2011

Building an organizational capability for radical innovation: The direct managerial role

Donna J. Kelley · Gina Colarelli O’Connor · Heidi M. Neck · Lois S. Peters

88 citations·0/0 files stored·Journal of Engineering and Technology Management

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Innovation and Knowledge Management Employee Performance and Leadership Organizational Management and Leadership

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References

1968The Discovery of Grounded Theory: Strategies for Qualitative Research.1968The Discovery of Grounded Theory; Strategies for Qualitative Research 1997Dynamic capabilities and strategic management 1983An Evolutionary Theory of Economic Change.2008Qualitative Data Analysis 2007Theory Building From Cases: Opportunities And Challenges 2000Dynamic capabilities: what are they?2006The Core Competence of the Corporation

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2013Key personality traits of engineers for innovation and technology development 2014External environment, the innovating organization, and its individuals: A multilevel model for identifying innovation barriers accounting for social uncertainties 2014Intellectual capital and new product development 2016Innovation Capability: A Systematic Review and Research Agenda 2016Converting inventions into breakthrough innovations: The role of exploitation and alliance network knowledge heterogeneity 2017

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Year2011

Typearticle

Published2011-08-02

VenueJournal of Engineering and Technology Management

ISSN-L0923-4748

Languageen

Citations88

Files0 public / 0

ShelfInnovation and Knowledge Management

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doi10.1016/j.jengtecman.2011.06.003

openalex_workW2014148195

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